9.15 We have considered the resource implications of this proposal given the financial pressure on the Department. We are confident, and it is clearly important, that the JFC can be achieved without any increased costs and will deliver manpower savings and effciencies. The staff requirement should be delivered largely through liability transfer from elsewhere in Defence, not least through changes to the organisation and function of Head Office. Subsequent work will need to identify a location for the JFC headquarters.
9.16 We see a number of benefits to this model:
• the provision of a joint balance in the model and clearer organisational alignment to how the Armed Forces operate;
• the provision of a powerful proponent for joint capability, and a focus for the conceptual development of joint warfare;
• the provision of a formal joint perspective into strategic force development, planning and resource decisions;
• the release of the Chief of Joint Operations from his broader responsibilities, allowing him to concentrate on the conduct of operations;
• delivery of effciencies through more coherent investment in enablers;
• the delegation of Central TLB delivery functions from the Head Office;
• enabling the Head Office to focus at the strategic level and reduce its size;
• reinforcing joint thinking within Defence; and,
• further development of joint behaviours and the pool of officers with an inherently joint outlook.